Episode list

This program highlights the methods used by manufacturing companies to prevent their continuous improvement efforts from fading away. An interview with Professor Clinton Longenecker provides the reason most improvement programs fail and what you can do to keep your workforce motivated to improve. Three companies that have re-energized their workforce are examined: AMP Incorporated used a "treasure hunt" to uncover millions of dollars of improvements. C.R. Bard realized that to sustain continuous improvement they needed to upgrade team members' people skills. Walbridge Coatings found that the motivation from completing the QS 9000 quality certification process has reinvigorated their continuous improvement efforts.

This program is an introduction to supply chain management. It shows how information technology is used to gather real-time data to provide meaningful management information for maintaining supplier-customer relationships. Hewlett Packard uses real-time information systems to track retail sales, allowing better customer demand forecasting and reduced product inventory. The service parts operation within the Saturn Corporation controls repair parts availability at all Saturn retailers. Their goal is to have all parts available at every Saturn retailer to keep the customer's car on the road. Detailed interviews with potential vendors have enabled Case IH to dramatically reduce finished goods inventory while providing new products to specialized customers. Additional insight into partnerships is provided through an interview with Robert Handfield from Michigan State University's Department of Marketing and Supply Chain Management.

This program introduces the theory of constraints and demonstrates how it is applied in production scheduling to meet customer demand. Three companies that have successfully applied the theory of constraints demonstrate how the theory's five focusing steps can infuse continuous improvement into the culture of an organization. Brenco (Petersburg, Virginia) has practiced the theory for many years, synchronizing production to supply millions of roller bearings to the global railroad industry. Dixie Iron Works (Alice, Texas) uses the theory to remain highly responsive to customer demand without carrying the high inventory levels traditionally found in their industry. Monroe Table Co. (Colfax, Iowa) implemented the theory in a manufacturing environment that had not seen significant change in more than 40 years, and consequently increased the assembly of finished tables by more than 30%.